The quality of salesperson-manager relationship: the effect of latitude, loyalty and competence

Article Abstract:

Leader-Member Exchange theory proposes both the salesperson and manager make contributions to their working relationship. Effective leadership is dependent upon developing a high quality relationship. This study tests the proposals of Leader-Member Exchange by examining the exchange of manager contributions (allowing the salesperson more operating freedom or latitude) and those of the salesperson. While the receipt of managerial latitude has a direct effect on the salesperson's evaluation of the working relationship, the salesperson's contributions also play a part. The manager allows more latitude to salespeople who are seen as more competent and loyal. These exchanges (latitude for competency and loyalty) and the quality of the salesperson-manager relationship may be especially important when the sales task requires adaptive selling behaviors. (Reprinted by permission of the publisher.)

Models, Performance, Analysis, Labor relations, Sales management, Sales managers, Employee loyalty

---

Ethics in salesperson decision making: a synthesis of research approaches and an extension of the scenario method

Article Abstract:

An overview and synthesis of sales force ethics research approaches is presented. Existing approaches are extended by the use of sequenced scenarios which require respondents to multiple scenarios concerning the same ethics issues. Use of scenario sequences allows for changes in "significant others" and in information related to ethics issues. Examination of changes in salesperson decision making can be undertaken with this approach. Suggestions for research using sequenced scenarios and possible covariates are presented. (Reprinted by permission of the publisher.)

Ethical aspects, Selling

---

Similar abstracts:

• Abstracts: Hiring and promotion policies in sales force management: some antecedents and consequences. Increasing sales productivity by getting salespeople to work smarter
• Abstracts: Utilization of sales management knowledge and identification of contributors: an analysis of JPSSM 1980-1990. Selling from 1900 to 1949: a historical perspective
• Abstracts: Ethnology as a method for broadening sales force research: promise and potential. Trust earning perceptions of sellers and buyers
• Abstracts: The evolution of personal selling. The recruiting interview as perceived by college student applicants for sales positions

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.